Beruflich Dokumente
Kultur Dokumente
Elena G. ZAMCU
Stefan cel Mare University of Suceava
Keywords:
Human resources management
Talent management
Motivation
SMEs
JEL Classification
M50, M53
Abstract
Identifying and developing talents is, in the context of the current economy, a
necessity which implemented in the strategy of the company , may confer a competitive
advantage.
Common for multinational companies, the talent management could represent an
advantage for SMEs, too. The purpose of talent management is to create an adaptable and
flexible company to motivate its own human resources, all of these in order to develop the
overall business.
Starting from the definition of talent management that includes the idea that
attracting, developing and retaining employees with a high qualification represents the very
essence of talent management, we consider that it is applied by the Romanian SMEs but yet,
it is not specified in their strategies.
This paper tries to demonstrate the importance of continuous training for attracting,
developing and retaining highly qualified employees, as a good start in implementing talent
management.
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endowment and natural ability. Talent Talent management is being used since
management has to attract talented long multinational companies realized that
employees, specialists and to develop them they can have the best infrastructure and
in order to reach high levels of substantial financial resources but not only
achievement for the company. (Tansley, these ones can make the company
2011) competitive and adaptable to the changes
Talent management means (Kehinde, and competitive. (Richbell, et al., 2010).
2012): Practically, European companies are
Efficiently planning of employee having three directions for implementing
necessity by analyzing the future talent management: talent acquisition,
projects, the needs of the market talent development and talent planning. In
and constantly having qualified order to reach our purpose of trying to
candidates; demonstrate the importance of continuous
Correct recruiting and selection, training for attracting, developing and
maintaining the talented retaining highly qualified employees, as a
candidates; good start in talent management
Rapid integration of new implementation, we’ll talk about talent
employees in order to reach development.
productivity in a short time; For talent development, European
Constant evaluation of recruiting companies took some measures such as
and selection processes – talented globalizing leadership, encouraging work
employees leaving from company, done “in my own way”, but checking the
talented employees not achieving results, mentoring programs, coaching
performance; programs, granting scholarships,
Employees development by workshops and personal development,
training and encouraging intercultural exchanges between
continuous training for employees. For example, the Coca-Cola
improving skills and knowledge; Company trained more than 200 managers
Establishing efficient plans for and more than 80.000 new employees
succession and replacement; since 2011. As a result of all their talent
Establishing clear policies for management efforts, the Coca-Cola
intern recruiting; Company is recognized as one of the best
Motivation of talented employees; companies and it is hunted by highly
Creating a brand and an excellent qualified people seeking employment.
image of the company for existing Talent management practice allows the
employees and for the future ones. company to attract and retain the most
talented employees.
2. Talent management in Europe Large companies realized that learning is
2.1. European Talent Management in no longer associated with education and it
companies is no longer perceived as a pre-career
A main challenge for companies is to keep affair. By talent management, companies
in touch with changes and to adapt the have taught their employees that job
organization to them. The European labour security and lifelong employment are not
market is characterized by outsourcing and as important as lifelong learning. Career
increasing mobility. General paths have become less predictable and
organizational success is given by now the labour market is based on self-
identifying, recruiting, managing and reliance and individual, ambitious,
retaining high performers or talented hardworking, fast-tracking knowledge,
individuals. (Nilsson&Per-Erik, 2012). challenges and personal
development.(Brown&Hesketh, 2004)
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elaborate it in accordance with the general of the year or at the start of it. The criteria
strategy of the company. are: reaching targets, punctuality, money
In our opinion this is a signal that SMEs brought in company, etc. All of them are
too, like multinational companies, started technical and financial. One of our
to give importance to human resources recommendations is to measure the new
management. Some of them realized it ideas, proposals, new practices to solve
some time ago, others are trying now to problems and any other creative idea.
implement a strategy for human resources The employees participate at training from
and another category did not realize yet its their own initiative or at the HR Manager’s
advantages. We observe that companies or department recommendations. The
which don’t have a human resources management of the company wants
strategy are technical companies from the employees to be more trained in business
manufacturing sector. The ones that sector of activity (sales, web design,
activate in services and IT were more manufacturing processes, tourism) and the
receptive and implemented the trends not employees are interested of
only in human resources domain. communication trainings and personal
In the process of recruitment and selection development. Also, the HR Managers
of new employees there are a lot of things appreciate that trainings offered through
to take into consideration: qualification, Human resources Development Sectorial
experience, team spirit and wish for Operational Programme were useful, but
growth together with the company, not in accordance with the real needs of
creativity, adaptability, flexibility, the market. About this subject we
motivation, desire of learning new things, recommended trainings for every company
etc. after analyzing the activity of the company
Asked to list some characteristics of the , its needs and the organizational
ideal employee the HR Managers identify behaviour.
themselves with30 year old persons, Only 3 companies have a special budget
qualified in a specific domain with desire for trainings; they are all participating to
to work hard and to develop their own trainings offered by multinational
skills. Also, they should be in continuous companies which they collaborate with
search of challenges. (suppliers). The HR Managers consider
Any company in the 20th century doesn’t that some meetings between the team
have a stated strategy or a practice for members can be assimilated as training.
integration of new employees. The The team members from a department
scenario is similar: the manager of the discuss about some innovations in domain,
department presents the new employee to they share good practices, identify
the colleagues and, after that, he will start problems in the daily activity. In our
working under the coordination of an opinion it is good for teambuilding but it
experimented employee. Some of HR can be named training.
Managers showed interest on this topic About recommended trainings for the
and identified an opportunity to create colleagues the situation is presented in
such a strategy for knowing well the new Appendix B. We can observe that a real
employee, for analyzing his attitude, for interest represents the strategic
observing him. In this way the HR management, marketing, sales or
Manager and Department Manager will organizational and business
better know the employee and the communication.
employee himself will better know the Other trainings listed by HR Managers
company in a short time. In all of the were Innovative Entrepreneurship, Time
analyzed companies the evaluation of Management, Risk Management,
performance is made annually, at the end Coaching, Operational Management,
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Appendices
Appendices A
Appendices B
Training No. of
choices
Organizational and business communication 15
Strategically Management 20
Marketing 19
Negotiation 14
Sales 19
Project management 4
Leadership 3
Team management 9
Human resources management 14
Management – managerial skills 13
Financial management 2
Others (please specify )
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